Update on addressing NCRS Audit Commission issues

Report: 19
Date: 12 February 2004
By: Commissioner

Summary

This report has been provided to supplement a report submitted to this committee at its meeting on 11 December 2003. That report detailed the progress made by the MPS in implementing NCRS in the MPS. This report specifically details the action plan and progress in dealing with the Issues for Action identified in the Audit Commission report, ‘Review of Crime Recording’ (May 2003).

A. Recommendations

That the progress made by the MPS in addressing the issues raised by the Audit Commission be noted.

B. Supporting information

1. This update deals specifically with the issues raised by the Audit Commission. However in early 2003, even before the Audit Commission had begun its inspection, the MPS had identified that its current arrangements for NCRS implementation were not providing the required focus. Under those arrangements the role of Crime Registrar was split between the Performance Information Bureau (PIB), whose role is report and produce MPS statistics, and the Inspectorate who examine and report upon areas of concern.

2. A decision was taken to create a new post of MPS Crime Registrar, at Chief Superintendent level, to drive NCRS forward internally and to represent the MPS in the national development of NCRS and the Home Office Counting Rules (HOCR). The new post-holder was to be supported by a small team, known as the Crime Integrity Team, to send a clear service-wide message that integrity was a priority. Because the extent and complexity of the role could not be accurately assessed at that time the team was initially given only a small personnel establishment. That establishment, and the role of the unit, is now due for review.

3. To overtly demonstrate the MPS’ commitment to integrity in crime reporting a senior detective was appointed to the role in March 2003 and the Crime Integrity Team formed in April 2003. This timing coincided with the Audit Commission inspection. Early liaison allowed the newly appointed Crime Registrar to ensure that the initial Business Plan for the Crime Integrity Team would address areas for improvement subsequently identified by the auditors. The 2003/2004 Business Plan was outlined in the December report to the Authority.

4. In the interests of clarity the issues identified by the auditors and the actions taken to address them have been set out in a tabular format in Appendix 1.

5. The actions are listed against the themes as identified by the auditors. Some of the issues identified were reiterated by the auditors under more than one theme.

Barriers/difficulties

6. The report to PPRC in December identified the difficulty in introducing NCRS into already overcrowded training schedules. The action plan reflects that difficulty and the steps being taken to overcome it at both the Force level and nationally.

7. The only other difficulty facing the Crime Integrity Team as it seeks to improve NCRS compliance and crime data quality is staffing levels, which are now due for review.

8. The Crime Integrity Team has both strategic and tactical functions.

Strategic

9. National Level - Active involvement in the national development of NCRS and its natural off-shoots by representing the MPS viewpoint. Currently members of the Crime Integrity Team represent the MPS on the NCRS Steering Group and 12 other NCRS Workgroups developing specific areas of the national standard. The Crime Registrar also sits on the Steering Committee for the new National Incident Standard, a crucial area in view of the auditors’ comments on MPS incident recording standards.

10. Service Level - Involvement in setting and developing appropriate MPS policies to deliver compliance with national strategies without compromising MPS corporate aims. Involvement in developing effective data standards / definitions to meet MPS needs.

Tactical

11. Enforcement of NCRS - By carrying out the specific role of Crime Registrar defined by the Home Office and acting as the final arbiter on all crime recording matters, including classification and detection, and by providing a center of excellence for crime recording advice and guidance.

12. Inspection/audit - By dip-sampling the NCRS self-audit; by carrying out specific thematic inspections/audits of crime related issues at Service and Borough level, and developing a rolling programme of OCU crime inspections. These will provide strategic leaders and individual OCU commanders with independently assessed crime data allowing the development of specific action plans and contributing to a continuous improvement of standards through benchmarking and the identification and promulgation of best practice.

13. The initial establishment of the Crime Integrity Team was deliberately set low in order to allow the new unit to find its own level. The initial establishment was set as 1 chief superintendent, 1 inspector, 4 sergeants and 1 civilian member of staff. A review of the Crime Integrity Team is currently being prepared for submission to DAC Bryan and will put forward a case for additional staffing.

C. Equality and diversity implications

1. As stated in the December report the NCRS victim oriented approach to crime recording is a highly positive step for vulnerable and minority groups. NCRS makes it easier for third-party reporting of crime on a victim’s behalf, and requires the acceptance of a crime report unless the circumstances do not amount to an offence, or there is credible evidence that a crime did not occur. This removes pressure from victims to ‘prove’ they are a crime victim.

2. NCRS will mean a more accurate recording of crime. This can only lead to more effective police deployment and ultimately a safer London through more effective crime fighting and reduction strategies.

D. Financial implications

1. The design and production of the bespoke NCRS training package has been managed with minimal cost, apart from opportunity costs. Agreement was reached with TQMI Ltd and Lincolnshire Constabulary to reproduce some parts of their material without charge, thereby actually saving money. By using electronic delivery we will reduce printing costs to the minimum. Any necessary local printing will be managed from local budget lines.

2. If the establishment of the Crime Integrity Team is increased then there will be additional personnel costs. However, until the review is finalised and a future establishment agreed, these costs cannot be detailed. However the benefits accruing from NCRS and a drive to ensure the accuracy and integrity of crime data will surely outweigh the costs of a small staffing increase.

E. Background papers

None.

F. Contact details

Report author: Detective Chief Superintendent Stephen Condon, MPS.

For more information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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